I participated in a workshop last week at the Weatherhead School of Management at Case Western Reserve University in beautiful Cleveland, Ohio. Presented by the lovely and talented Ellen Burts-Cooper, PhD., we learned strategies on how to get work done by inspiring others.
First we talked about Emotional Intelligence, which is working on ourselves; then we moved on to Social Intelligence, which takes the skills of emotional intelligence and applies it to social situations. Both of these phrases were coined by Daniel Goleman, who researched and wrote books by the same name.
An emotionally intelligent person is self-aware, self-regulated, is skillful in social relationships, has empathy toward others, and is self motivated.
A person with Social Intelligence, is an emotionally intelligent leader and his/her is successful because s/he makes others successful. By becoming involved in the growth of the people around them, a socially intelligent leader will inspire and motivate their co-workers.
Characteristics of an Socially Intelligent Leader
- An emotional leader has empathy and a desire to motivate others.
- S/he notices other people’s needs.
- They are attuned to listen and care about how other people feel.
- They appreciate the differences of others and understand how the social networks work within their organization.
- They know how to gain support form the stakeholders around them; they engage people in discussions, listen to their interests.
- A Socially intelligent leader provides feedback, mentor, and otherwise invest the time necessary to develop others.
- They are the ones that bring out the best in people, solicit input from the whole team and encourages cooperation.
I think most of us think we have social intelligence but do not. It seems to be human nature to see the best in ourselves and the worst in others. So how do we really know if we have social intelligence or if we are kidding ourselves? Ellen suggested getting feedback and to look at ourselves closely. This works. A couple of weeks ago, I solicited feedback from a coworker how I handled my job. The question was general but the answer was specific. I trust her and I am working on her suggestions.
After looking at emotional and social intelligence we went on to talk about Dr. Robert Cialdini’s work in the field of influence. Dr. Cialdini states six principles of influence:
- reciprocation—if you give, people like to reciprocate
- scarcity—people want what is scarce
- authority—people are more likely to listen to authoritative figures, use your credentials.
- commitment/consistency—people are more likely to do something they have agreed to verbally or in writing. People also value the norm, especially when it reflects our values.
- Social validation—people like to know what everyone else is doing before they commit, especially if they are uncertain.
- and liking/friendship—people like those who like them and are more likely to respond to people they like.
Of course, we discussed much more in the workshop. Ellen gave a myriad of examples. And we continued our exploration of inspiring others with discussions on the qualities and skills it takes to work through others. I encourage you to take the workshop if you get a chance. For more information, see http://weatherhead.case.edu/professional-development/programs/influencing-at-all-levels
There is also a MOOC by Case Western called Inspiring Leadership through Emotional Intelligence. It’s free. I recommend it.